Turn Furlong

At the time of our assessment there were 47 people living in the home. During the assessment we spoke with people who lived at the service, their relatives, staff, the registered manager, management team, external healthcare professionals and representatives from other partner organisations. We looked at care plans, recruitment files and quality assurance records.

Turn Furlong works on a multi-disciplinary model with people being offered a range of therapy services and regular access to a consistent group of external specialist healthcare professionals. This clinical, therapeutic and holistic approach enabled people to live healthier lives, manage long term medical conditions and achieve positive outcomes.

This was a responsive assessment due to concerns received about the quality of the care delivery. However, we identified no concerns during our assessment. This was the first assessment carried out under our assessment framework.

This assessment was unannounced. Assessment activity started on 21 January and ended on 10 March 2025. We visited the service on 21 and 22 January 2025. We looked at all the quality statements.

People felt their needs were met and care was delivered in accordance with their preferences and choices. Processes in place supported people to be involved in the planning and reviewing of their care.

There were enough staff with the right skills and knowledge to provide the care people needed and mitigate risks associated with their medical conditions. Staff were skilled at planning care based on best practice and monitoring people to continuously improve their outcomes.

The service was clean and well maintained. Staff demonstrated adherence to infection prevention and control measures in place and were aware of risks to people’s health, safety and wellbeing. The provider made sure medicines and treatments were safe and met people’s needs, capacities and preferences.

Staff of all levels were proud of the work they do and genuinely aimed to have a positive impact on the lives of the people they cared for. Staff were committed to achieving better outcomes for people. This included working collaboratively with external stakeholders, such as the GP, speech and language therapists.

Feedback was actively sought. People, staff and relevant stakeholders were listened to and decisions about care and the running of the service were made in partnership. The staff team maintained clear and detailed records of risks at the service, and we saw how information was routinely shared and discussed to ensure all staff were kept informed and up to date.

Partners were very positive about the impact of good communication and partnership working to ensure people received the right support to manage their conditions and support their rehabilitation. There was a management team with specific roles and responsibilities. Managers and staff demonstrated a commitment to delivering high standards of care. Governance systems were used to assure the provider regulations were met and to drive best practice in the quality of care provision.